How does an engagement start?
We start with a short, no-obligation conversation about your situation. If it makes sense for both sides, I propose a bounded first step, for example a review of the case, the contract, or the project, so we quickly know what it will take and we can decide on an informed basis.
How quickly can you step in?
An initial conversation can almost always happen within a few days. How quickly the engagement itself can start depends on scope and my ongoing commitments, but in escalated cases I go far to move fast.
How much time do you put into an engagement?
We agree on what fits, but most engagements run as a fixed rhythm of a few days a week: more in the initial and intensive phases, less when things are rolling. That is a deliberate choice. As an advisor I need to be close enough to know the details, while still leaving room for the existing team to operate autonomously. If you need more for a period, for example in a transitional role as interim CIO/CTO, we agree on that.
Who do you typically work for?
Typically mid-size and larger Danish companies, the public sector, and associations and NGOs, across the whole country, in person and virtually. But what matters is the situation, not the size: a smaller organisation can also be facing an IT project with a lot at stake.
Do you work directly or through consultancies, and what if the task needs more people?
Most engagements run through consultancies I partner with, often as part of a larger agreement or framework contract: in the public sector frequently via framework agreements such as SKI. If the task calls for more hands or other skill sets, we can easily draw on the consultancy’s specialists. And if that arrangement doesn’t fit your situation, we find one that does.
What if the task calls for a whole consulting team?
Then I help you find the right one. I have the network to point to good options and the experience to judge who fits the task.
Do we become dependent on you?
No, that is exactly the point. I advise rather than take over daily operations, so your project does not rest on my calendar. From day one I work to make sure the overview and the knowledge stay with the organisation and its leadership, not with me: the goal is that you stand stronger, also on the day I step out of the engagement.
How do you work with AI?
Concretely, and with both feet on the ground. I use AI daily in my own analysis, development, and writing, so I know what the tools can and cannot do. To me, AI is an accelerator: it amplifies experience and judgment, but does not replace them. In my advisory work I use that insight to help teams use AI sensibly and securely, and to give the organisation and its leadership a calm picture of where AI creates value and where it does not.
What about confidentiality and conflicts of interest?
Confidentiality is a precondition: no clients or cases are mentioned publicly without explicit agreement. Conflicts of interest are the first thing we clear, and I say so openly if an engagement sits too close to previous or ongoing work.
When am I not the right choice?
If you need someone to take over day-to-day project or vendor management for an extended period: there I advise the people who drive the work, but I do not take it over. The exception is technical leadership, where I gladly step in as interim CIO/CTO or as playing coach through a transition.